Joint performance was measured by an established three-item perceptual measure of the joint profit gains of the channel dyad (Jap 1999). A profit-related indicator aggregates the key performance measures of revenue growth and cost savings underlying product distribution to market and is likely to be more accurate (Jap and Anderson 2003) than other performance indicators often used in supply chain research (e.g., operating efficiency, customer satisfaction, and new product introduction speed) (Im and Rai 2008, Luo et al. 2006). We used a nonnumerical, nonarchival performance measure because (1) unlike supplier and buyer profits that are more easily acquired, no accounting measure in itself readily quantifies the joint profit resulting from a dyad’s collective effort (Jap and Anderson 2003); and (2) perceptual measures are not subject to product category or industry-specific effects (Zhou et al. 2005).